Benchmark your operations
Answer key questions to assess your business performance and discover personalized recommendations for improvement.
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About the Scoring Structure
This chapter helps us calibrate your profile. Your efficiency score calculation will begin in Chapter 2.
Chapter 1: Operating Structure
Your team size shapes how your business runs. As you grow, things like scheduling, visibility, and control need to evolve with you.
How many engineers do you operate today?
Why we ask that?
This helps us understand the scale and potential complexity of your organisation.
How has your job volume changed in the last 12 months?
Why we ask that?
Changes in job volume often highlight where processes are working well, or where they start to struggle.
Decreased
Stable
Moderate growth
Rapid growth
Chapter 2: Reactive vs planned
How you balance reactive and planned work shapes your efficiency, control, and long-term growth.
Q1. Roughly what percentage of your work is planned vs reactive?
Why we ask that?
The split between planned and reactive work impacts scheduling, efficiency, and long-term stability.
Mostly reactive (over 70% reactive)
Mixed, but reactive still dominates
Roughly balanced
Mostly planned
Q2. When reactive work spikes, what usually gives way?
Why we ask that?
When reactive work increases, something else usually gets delayed. This helps us understand where the pressure lands.
Nothing is formally protected, we firefight
Planned work gets pushed
SLAs slip
Engineers work overtime
Q3. How confident are you that planned work will actually happen as scheduled?
Why we ask that?
Planned work often slips when things get busy. This helps us understand how reliable your schedule really is.
Not confident
Somewhat confident
Mostly confident
Very confident
Chapter 3: SLA promises vs performance
What you promise matters, but consistently delivering on it is what builds trust and keeps contracts.
Q4. How are your SLAs primarily set today?
Why we ask that?
SLAs can be based on targets or real capacity. This helps us understand how yours are defined.
Historically, they’ve always been this way
Customer expectations drive them
Commercial targets drive them
Based on capacity, geography and workload mix
Q5. When SLAs are missed, what is the most common cause?
Why we ask that?
When SLAs are missed, it’s often down to process, not people. This shows where potential workflow gaps could be.
Job backlog
Scheduling pressure
Parts or materials
Engineer skill or availability
Q6. How closely do your schedules reflect real availability?
Why we ask that?
A schedule only works if it reflects what’s actually possible. This helps us understand the gap.
Not closely at all
Somewhat, but optimistic
Mostly accurate
Very accurate and regularly reviewed
Chapter 4: First-time fix
First-time fix isn’t just efficiency, it’s the difference between smooth operations and repeat work.
Q7. What information is typically captured at booking?
Why we ask that?
What’s captured at booking directly impacts efficiency, accuracy, and first-time fix.
Basic fault description only
Fault description plus notes
Fault description and photos
Fault description, photos and asset details
Q8. How often are repeat visits planned rather than unplanned?
Why we ask that?
Planned vs unplanned return visits show how controlled and predictable your work is.
Rarely planned
Sometimes planned
Mostly planned
Almost always planned
Q9. Do you distinguish between failed FTF and planned multi-phase work?
Why we ask that?
Separating failed first-time fixes from planned work gives a clearer view of performance.
No
Informally
Yes, but inconsistently
Yes, clearly and consistently
Chapter 5: Productivity and benchmarking
Measuring productivity and benchmarking performance helps you spot gaps and improve how your team works.
Q10. Roughly how many jobs does each engineer complete per week?
Why we ask that?
Tracking jobs per engineer helps highlight performance, workload balance, and opportunities to improve.
Over 25
20–25
15–20
Fewer than 15
Q11. When demand exceeds capacity, what’s your usual response?
Why we ask that?
When demand exceeds capacity, your response impacts service levels, team workload, and customer satisfaction.
Overtime
Reschedule and absorb delays
Relax SLAs temporarily
Adjust planning based on capacity limits
Q12. How do you typically use performance metrics?
Why we ask that?
Metrics are only useful if they drive action. This helps us understand how you use them.
We report them
We review them occasionally
We use them to prioritise improvements
We use them to guide planning decisions